管理英语4形考答案-本(国开形考)讲解学习

管理英语4形考答案-本(国开形考)

自测单元1

一、选择填空题（每题10分，共5题）

题目1

— Is it possible for you to work out the plan tonight?

—__________

正确答案是：I think so.

题目2

— I think things have been a bit difficult for us the last couple of months.

—__________. We've been working hard, but still getting behind.

正确答案是：You're right

题目3

The Human Resource Managing Department at Honda is given specific instructions ______ employ the best possible workers.

正确答案是：on how to

题目4

Even the best continually seek ways to ______ their skills.

正确答案是：sharpen

题目5

The responsibilities in handbook ______ that managers have to be concerned with efficiency and effectiveness in the work process.

正确答案是：indicate

题目6

二、听力理解：听录音，选择最佳答案（共50分）。

请听录音：

操作提示：通过下拉选项框，选择答案。

1. What kind of role is Melinda taking on for her job? 回答

A. HR manager.

B. Project manager.

C. Project coordinator.

2. How long will Melinda be trained for her new role? 回答

A. One month.

B. Half a month.

C. One year.

3. How often should Melinda report to the board on the progress of the project? 回答

A. Once a month.

B. Twice a month.

C. Once a week.

4. What kind of contract can Melinda sign with outside contractors? 回答

A. Permanent worker contract.

B. Standard temporary-worker contract.

C. Standard industry contract.

5. Which one does NOT belong to Melinda's responsibilities? 回答

A. Formulate the industry standard of payment.

B. Manage and coordinate her project team.

C. Report the project progress to the board.

答案：1.C 2.B 3.A 4.B 5.A

— Could you give us a speech on management functions some day this week?

—________________.

正确答案是：I'd love to, but I'm busy this week

题目2

— Is it possible for you to work out the plan tonight?

—__________

正确答案是：I think so.

题目3

It is through enthusiasm and quiet intensity ______ we transform creativity and vision into the technologies.

正确答案是：that

题目4

The responsibilities in handbook ______ that managers have to be concerned with efficiency and effectiveness in the work process.

正确答案是：indicate

题目5

______ CEOs spend planning, the more profitable their companies are.

正确答案是：The more time

一、选择填空题（每题10分，共5题）

题目1

— We could let some of the staff work from home.________________?

— That's a good idea.

正确答案是：What do you think of it

题目2

— This project is too big for me to finish on time.

—________________.

正确答案是：I'll give you a hand

题目3

The Human Resource Managing Department at Honda is given specific instructions ______ employ the best possible workers.

正确答案是：on how to

题目4

Supervisors should ______ their employees in two-way communication so that understanding takes place.

正确答案是：engage

题目5

______ his anger the employees called him Mr. Thunder, but they loved him.

正确答案是：Due to

题目6

二、阅读理解：根据文章内容，判断正误（共50分）。

Who Killed Nokia?

Nokia executives attempted to explain its fall from the top of the smartphone pyramid with three factors: 1) that Nokia was technically inferior to Apple, 2) that the company was complacent and 3) that its leaders didn't see the disruptive iPhone coming.

It has also been argued that it was none of the above. Nokia lost the smartphone battle because of divergent shared fears among the company's middle and top managers which led to company-wide inertia that left it powerless to respond to Apple's game.

Based on the findings of an in-depth investigation and 76 interviews with top and middle managers, engineers and external experts, the researchers discovered a culture of fear due to temperamental leaders and that frightened middle managers were scared of telling the truth.

The fear that froze the company came from two places. First, the company's top managers had a terrifying reputation. Some members of Nokia's board and top management were described as “extremely temperamental” and they regularly shouted at people “at the top of their lungs”. It was very difficult to tell them things they didn't want to hear. Secondly, top managers were afraid of the external environment and not meeting their quarterly targets, which also impacted how they treated middle managers.

Top managers thus made middle managers afraid of disappointing them. Middle managers were told that they were not ambitious enough to meet top managers' goals.

Fearing the reactions of top managers, middle managers remained silent or provided optimistic, filtered information. Thus, middle managers directly lied to top management.